Learning from a Project “Post-Mortem”
As postulated by Greer (2010), it is of paramount importance for project managers as well as team members to take stock of a project upon completion. This evaluation serves to identify lessons learned so that mistakes are not repeated in future projects. Greer (2010) labels this reflection/evaluation as “Post Mortem”.
Based on experience, it is my opinion that new employees most times seek ways of impressing their employer/supervisor. I am one of them. I have been employed to an institution at which the student population was just over 65. Irrespective on the size, it was a difficult task procuring the necessary tools and equipment for the day-to-day operations of the school. As the teacher of Information Technology and the initiator of a Computer Club, I thought it would have been instrumental to develop and carry through a project that would showcase the school and in the meantime generate funds to help secure resources for the school. The grand idea that came to mind was to create a Year Book. As such, the suggestion was made at a staff meeting where everyone indicated that they were in favor of the project and expressed their willingness to participate in making it a success.
While undertaking the tasks of collecting and compiling information about the school, I noticed that the other members of staff were quite withdrawn. Sooner than later, the workload was left on me. Being decisive for the project to be a success, I persevered – and yes, it was completed but not without a number of hiccups. Some of the problems faced were:
1) Lack of team effort – Members of staff became unwilling to make an input; thus, the project ended up being “one man’s” show
2) Lack of resources – The cost to undertake the project was underestimated as there was a significant shortage of printing material, hence only a few copies were printed
3) Delay in completion – The collecting and compiling of data was rather tedious time-consuming
Reflecting on the project and what I have learnt about engaging stakeholders, I have come to realize that the problems faced were inevitable and could not be escaped because of failure to properly go through the five phases of project management: 1) Project Initiation; 2) Project Definition; 3) Project Planning; 4) Project Tracking; and 5) Project Closeout (Allen & Hardin, 2008). (Portny, Mantel, Meredith, Shafer, Sutton, and Kramer (2008) renamed these phases as: 1) conceive, 2) define, 3) start, 4) perform, and 5) close Each phase plays a critical role in determining the success or failure of the project. However, the project moved from the conceive phase to the perform phase, hence, leaving out two crucial phases – this is a grave mistake that Portny (2008) warned against. Although I was the Computer teacher, it took more than just having accessing to a computer system to experience real success.
What Strategies could have been implemented to Overcome the Problems
Among the many strategies that could have used to combat the problems, three of them are:
1) Implement a Communication Plan – Randeree (2008) argues that two-way increases stakeholders’ commitment and motivate them to implement/promote change.
2) Delegate roles and responsibilities to team members (Allen & Hardin, 2008). Murphy (1994) argued that team members should be told their roles and responsibilities in the initial stage of project management.
3) All stakeholders should have been included (Allen & Hardin, 2008); (teachers, parents, sponsors and students)
4) Ensure that the five phases of project management (Portny, Mantel, Meredith, Shafer, Sutton, and Kramer (2008) are thoroughly addressed.
Additionally, I should have followed the guidelines in this video to ensure a successful project:
References:
Allen, S., & Hardin, P. C. (2008). Developing instructional technology products using effective project management practices. Journal of Computing in Higher Education, 19(2), 72–97.
Greer, M. (2010). The project management minimalist: Just enough PM to rock your projects! (Laureate custom ed.).Baltimore: Laureate Education, Inc. Retrieved January 12, 2012 from http://sylvan.live.ecollege.com/ec/courses/72033/CRS-CW-5693700/EDUC_6145_readings/PM-Minimalist-Ver-3-Laureate.pdf
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects.Hoboken,NJ: John Wiley & Sons, Inc.
Randee, K. (2008). Managing organizational policy: Challenges to the e-learning paradigm in theUnited Arab Emirates. The International Journal of Learning, 14(10), 41 – 45.
melprojectmanagement 
Hi Mellisa,
First I want to thank you for being very well ‘spoken’ / eloquent with your written word. This makes reading and understanding so much more helpful! Second, the video link was a great resource to share, I appreciate that.
How unfortunate that you left to complete a task on your own when you were trying to develop and see through a project that would showcase your school, generate funds to help secure necessary resources, and eventually provide a keepsake for students and staff. A gesture that is honorable and kind, beneficial for the school, peers, colleagues, and students yet, the very same people who believed in your vision and indicated that they were in favor of the yearbook project where the same ones who soon lacked a willingness to participate. That is really misguided and unfortunate.
Ann (2011) noted to be successful with project management there are 10 rules you should consider. They include:
• Be agile
• Do not micromanage
• Keep improving your project management practice
• Ongoing planning
• Work with a sense of urgency
• Visualize and communicate all project deliverables and activities
• Complete step by step deliverables
• Healthy risk management
• Open communication
• Never lose sight of the three factors: time, budget and quality
Motivation can be quite tricky in that many want something for themselves in return as well, even if they ‘volunteered’ for a task oftern a small gesture (cupcakes) makes me wonder if a token of appreciation would have perhaps swayed their willingness to participate?
In this case, and it is hard to grasp the entire scenarios fully, I am assuming that you were not a ‘know it all’ / I can do everything type, or one to quickly shut down brainstorming ideas, to discourage these people away from helping you, so it is agitating that those who made commitments have not followed through on their word to you. In reading Portny, Mantel, Meredith, Shafer, Sutton, and Kramer (2008) that you referenced, yes there are many strategies that could have used to combat the problems, but I think you were not granted a true project manager role as these participants did not take this idea seriously, which is unfoirtunate.
Thanks for sharing your experience it sure if difficult to reminisce the challenges but indeed it makes you stronger and smarter for it.
References
Ann, L.(2011). 10 Rules of Highly Successful Project Management. Retrieved January 13, 2012 from: http://www.projectsmart.com/10-rules-of-highly-successful-project-management.html
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Hello Melissa. Great posting on your post mortem. It is quite frustrating when you are trying to accomplish a project. One the most important aspects to deal with is employees how are dis-interested in the project. You must be able as a Project Manager to established a working relationship with your employees (Portny, 2008). As we all know, we go to work to get projects completed and not make friends.
Project managers must be able to set directions and established standards and policy for the project at hands. Sometimes that even means setting one on one meetings with your employees so you can give them a clear and concise directions and expectations that you expect. These standards have to what you hold your employees to in order to set precedents within your team for the current and future project in order to have a clear and understanding policies. Do you feel you there is any other tools you could’ve use in order to have a good project?
Hermes Sanchez
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Mellisa, Great post, brought back memories when I used to take on all the responsibilities when completing work and school projects. Seem that it was easier to do it myself but since then I have learned to delegate roles, responsiblities and communication from all involved.
When you presented the idea to management and coworkers, did you assume the project manager role because it was your idea? It seems as if your coworkers were never delegated roles/responsibilities from the start and this makes participation optional. At the point when you realized that you were doing all the work, did you organize a staff meeting in regarding the project? I believe that if you demanded participation from your coworkers this project could have a different outcome. As you stated that, the project was completed but without hiccups, I commend your initiative and determination for completing a project alone.
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Hi Mellisa,
Like Sasha said, your post mortem posting is very well expressed and eloquent in your written words. I adimre the video clips which is a resource of project procedure. Even due your mistakes in your project was not far from what is expected from a first timer.
Murphy (1994), stated that there are things “Need to know vs nice to know” for the project manager to note. It is necessary for the project manager to active role in areas to get the group focused on the project issue.
It is nice to notice that you perserved to complete the project because designers must track any problem or issues that might cause the project to go off-track, only be clearly defining roles and each member commit ment to the project activities (Murphy, 1994).
Good work, keep it up.
Joyce
Murphy C. (1994). Utilizing Project Management Teachniques in the design of Instructional materials. Performance & Instruction 33(3), 9-11. Copyright by John Wiley, Inc.